Public-Private Partnership in Market-led Extension:Case Studies


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Public-Private Partnership in Market-led Extension:Case Studies

  1. 1. <ul><li>Public-Private Partnerships in Market-led Extension: </li></ul><ul><li>Case Studies </li></ul>Market-led Extension Dr A.S.Charyulu MANAGE, Hyderabad for academic use only
  2. 2. Constraints to Agricultural Growth <ul><li>No breakthrough technologies in the recent past </li></ul><ul><li>Low level of productivity </li></ul><ul><li>Inadequate market linkages </li></ul><ul><li>Inadequate extension support </li></ul><ul><li>Degradation of natural resources </li></ul><ul><li>Inadequate investment in agriculture </li></ul>
  3. 3. <ul><li>Strengths </li></ul><ul><li>Strong network and wide reach </li></ul><ul><li>Cover broad spectrum of agriculture </li></ul><ul><li>Weaknesses </li></ul><ul><li>Multiplicity of Technology Transfer Systems </li></ul><ul><li>Narrow Focus of the Agricultural Extension System </li></ul><ul><li>Lack of Farmer Focus and Feedback </li></ul><ul><li>Inadequate Technical Capacity within the Extension System </li></ul><ul><li>Inadequate capacity building of farmers </li></ul><ul><li>Weak Research-Extension-Farmer-Market Linkages </li></ul><ul><li>Inadequate operating resources and financial sustainability </li></ul>Public Extension
  4. 4. <ul><li>Strengths </li></ul><ul><li>Better quality service for high value crops </li></ul><ul><li>Able to serve the Value Chain </li></ul><ul><li>Weaknesses </li></ul><ul><li>Limited reach in terms of farmers and crops </li></ul><ul><li>Inadequate network </li></ul><ul><li>Poor farmers not adequately covered </li></ul><ul><li>Hence………………………….. </li></ul><ul><li>Supplemental efforts with plurality of institutions is the key </li></ul><ul><li>Public extension network with NGOs, FO, Para technicians, Corporate House, Cooperatives, SHGs, Input Dealers etc. </li></ul>Private Extension
  5. 5. Commercialisation of agriculture Constraints in Public Research and Extension System Globalisation, Liberalisation and Privatisation Public and Private Systems to seek strategic partnerships Business, Developmental and Social Goals Why Partnership?
  6. 6. Role of Public System <ul><li>Facilitator – Stakeholder – Partner in the enterprise </li></ul><ul><li>Contribute or facilitate in the chain of partner-input--processes-output </li></ul><ul><li>Public system need not be a shareholder in profit </li></ul><ul><li>Networking - a major role of Public Institutions (ATMA-Agricultural Technology Management Agency or like institutions) </li></ul>
  7. 7. Elements of Public-Private Partnership <ul><li>Govts. (Centre / State) </li></ul><ul><li>NGOs </li></ul><ul><li>Corporate Sector </li></ul><ul><li>Cooperative Sector </li></ul><ul><li>FIGs & FOs, SHGs, FFs, Farmers </li></ul><ul><li>Public & Private Financial Institutions, Insurance Companies </li></ul>Inputs <ul><li>Manpower resource </li></ul><ul><li>Financial resource </li></ul><ul><li>Infrastructural resource </li></ul><ul><li>Skill, knowledge and advisory resource </li></ul><ul><li>Time resource </li></ul><ul><li>Agricultural input and other service resource </li></ul>Process <ul><li>Relationships among various stakeholders in different combinations through formal / informal / written (MOUs, Formats etc.) arrangements </li></ul><ul><li>Around one or more defined functions in the agri value chain </li></ul><ul><li>Sharing the output (profit or loss, social responsibility, professional and personal satisfaction, fulfillment of corporate and official obligations etc.) </li></ul>Outputs <ul><li>Necessarily the direct and instant output – increase in income of the farmers </li></ul><ul><li>Upgradation of natural resources, economic viability, environmental sustainability, social accountability </li></ul>Partners From the Concept note on PPP by Dr Vikram Singh, MANAGE
  8. 8. <ul><li>Agri-business companies </li></ul><ul><li>Input dealers </li></ul><ul><li>Agri-clinics </li></ul><ul><li>Technically qualified agricultural consultants </li></ul><ul><li>Para professionals </li></ul><ul><li>Farmer’s organisations </li></ul><ul><li>Co-operatives </li></ul><ul><li>NGOs </li></ul><ul><li>Mass media </li></ul>Potential Private Partners
  9. 9. Potential Areas for Market-led Extension <ul><li>Supply of Inputs - seeds, fertilizers, pesticides, machineries, feeds, medicines etc. </li></ul><ul><li>Extension services – Advisory, information support, field visits, exposure visits, demonstrations, exhibitions </li></ul><ul><li>Processing of products – Grading, standards, quality, post-harvesting, storage </li></ul><ul><li>Marketing of products – Buy-back arrangement, market intelligence, facilitate export. </li></ul>
  10. 10. Issues in Operationalisation of PPP <ul><li>Selection of activity and programme </li></ul><ul><li>Designing delivery mechanism </li></ul><ul><li>Working out MoU covering time, roles of partners, implementation process and expected end results. </li></ul><ul><li>Soliciting expression of interest </li></ul><ul><li>Selection of partners </li></ul><ul><li>Execution of MoU. </li></ul>
  11. 11. Framework of MoU <ul><li>Selection of programme </li></ul><ul><li>Expected output </li></ul><ul><li>Process of implementation </li></ul><ul><li>Clarity of roles, responsibilities and contributions of the partners </li></ul><ul><li>Area under coverage </li></ul><ul><li>Duration of the programme /activity </li></ul><ul><li>Monitoring and evaluation </li></ul><ul><li>Conditions of renewal </li></ul><ul><li>Regulation mechanism </li></ul><ul><li>Arbitration </li></ul>
  12. 12. <ul><li>Diversification from groundnut, paddy and sugarcane to maize in Chittoor district of Andhra Pradesh, India </li></ul><ul><li>Poultry Association, Commodity Interest Groups of farmers are linked and networked by ATMA with a buy-back arrangement of maize at a fixed price. </li></ul><ul><li>ATMA conducted 22 awareness camps, 6 exposure visits to Karnataka, printing and distribution of pamphlets & leaflets and arranging interaction with experts. </li></ul><ul><li>Poultry Association provided 2 MT of poultry manure free of cost to the networked farmers and the quality seed of maize was supplied by ATMA. </li></ul><ul><li>Area expanded from 60 hectares to 1150 hectares with an average income of Rs.22,000/- per hectare – resulting into crop diversification. </li></ul><ul><li>Technical and knowledge support by BTT on crop production. </li></ul>Case1: Market-led Partnership ATMA, Chitoor- Poultry Association- Commodity Interest Groups
  13. 13. <ul><li>Serve entire value chain through FIGs and FOs including Soil testing for micro nutrients, balance use of fertilizers, Advisory, Input supply and Marketing </li></ul><ul><li>Cost Sharing @ 50:50 between ATMA and Chambal for the services </li></ul><ul><li>Developing an organic linkage through Uttam Krishi Sevak (UKS) through continuous feedback </li></ul><ul><li>Dissemination and extension of agricultural services using ICTs at FIAC established by ATMA and operated by UKS. </li></ul>Case 2: Uttam Bandhan Chambal Fertilizers-ATMA, Sangrur-FIGs-FOs
  14. 14. <ul><li>Rich biodiversity identified as strength of Patna district through SREP. </li></ul><ul><li>ATMA facilitated and promoted the cultivation of medicinal and aromatic plants by converging farmers into FIGs in a buy-back arrangement with Baidyanath and Ayurvedshri Herbals. </li></ul><ul><li>Capacity building of FIGs in cultivation of medicinal and aromatic plants by CIMA-Lucknow and FFDC-Kannauj facilitated by ATMA. </li></ul><ul><li>Area expansion, crop diversification and enlarged coverage in 6 villages and number of FIGs going up. </li></ul>Case 3: Cultivation of Medicinal and Aromatic Plants ATMA, Patna-FIGs- Central Institute of Medicinal and Aromatic Plants, Lucknow- Fragrance and Flavour Development Centre (FFDC), Kannauj, U.P- Baidyanath and Ayurved shri Herbals.
  15. 15. Case 4: NGO Initiated Partnership <ul><li>Patliputra Samaj Kalyan Sansthan, Patna entered into buy-back arrangement of mushroom through federation of FIGs at a pre-determined prices. </li></ul><ul><li>ATMA promoted CIGs, converged them into Federation and linking with Patliputra Samaj Kalyan Sansthan . </li></ul>Patliputra Samaj Kalyan Sansthan, Patna-ATMA, Patna-FIGs
  16. 16. Case 5: Export Oriented Partnership <ul><li>M/s Pamer Agro Ventures (P) Ltd. promoted production of snow pea by supplying seed and other inputs and agronomical practices to FIGs through the interventions of ATMA. </li></ul><ul><li>Exported the snow pea and realised highly remunerative prices by the farmers under a buy-back arrangement in the supervision of ATMA. </li></ul>M/s Pamer Agro Ventures (P) Ltd, Patna-ATMA, Patna-FIGs
  17. 17. Case 6: Market-led Production of Basmati Rice <ul><li>Traditional rice varieties are replaced by Basmati rice </li></ul><ul><li>M/s. Aditya Agro-clinic and Agro Business Centre, Munger -a Basmati exporter and FIG leaders for Barh entered into contract for production and procurement. </li></ul><ul><li>ATMA Patna facilitated FIG formations and market linkages. </li></ul>M/s. Aditya Agro-clinic and Agro Business Centre, Munger,Patna-ATMA, Patna-FIGs
  18. 18. Case 7: Partnership for Direct Marketing of Alphanso <ul><li>Alphanso predominant h orticultural crop in Ratnagiri, Kokan's region of Maharashtra. </li></ul><ul><li>99% of growers sell the produce at 1/4 th price that too through middle men </li></ul><ul><li>Sindhudurg district organised Mango fair in Mumbai in 2002 and farmers got 4 times as compared to earlier prices. </li></ul><ul><li>Learning from Sindhudurg mango fair, ATMA – Ratnagiri promoted 13 GIGs and trained on quality mango production, better handlings through KVK – Shirgaon and SAU-Dapoli. </li></ul><ul><li>13 FIGs established stalls at Mango fairs, farmers got better prices and consumers got quality mangos at cheaper price than in the regular market. </li></ul>ATMA, Ratnagiri- KVK – Shirgaon- SAU-Dapoli-CIGs
  19. 19. Case 8:Collective Marketing of Vegetables <ul><li>ATMA, Sangrur facilitated diversification from wheat – rice to vegetables in Dhuri block of Sangrur in Punjab through CIGs. </li></ul><ul><li>The agronomical practices other technologies were provided by ATMA and PAU. </li></ul><ul><li>National Horticulture Research and Development Board, Bhati entered into contract farming with FIGs through ATMA and procured vegetables. Also low cost cooling unit were provided by ATMA. </li></ul><ul><li>Collective marketing by FIGs was the key for the success. </li></ul>ATMA, Sangrur-PAU- National Horticulture Research and Development Board, Bhati-FIGs
  20. 20. <ul><li>SBI, Dabur tie-up to finance farmers </li></ul><ul><li>State Bank of India has signed an agreement with Dabur India for financing farmers for production of medicinal and aromatic crops under contract farming arrangements. </li></ul><ul><li>The MoU constitutes a broad understanding between SBI and Dabur India, manufacturer of ayurvedic medicines, to finance farmers for cultivation of medicinal and aromatic crops in Uttaranchal. </li></ul>Case 9:Partnering for Ayurvedic Medicine State Bank of India-Dabur India-Farmers in Uttaranchal
  21. 21. <ul><li>  M/s. Prabhat Seed Trader makes arrangement with the farmers to procure seed usually at higher rates than the market price. </li></ul><ul><li>The trader has machinery and undertakes treatment of the seeds and obtains certification of seeds under the brand name ‘Prabhat Seeds’ from the State Authorities. </li></ul><ul><li>Under the partnership, Chambal Fertilizers authorized to sell these quality seeds to the farmers through its market network. </li></ul><ul><li>M/s. Prabhat Seed Traders started its activity with a production of 300 MT of wheat seed per annum and now it has touched more than 1500 MT per annum.  </li></ul>Case10: Partnership for Quality Seed Chambal Fertilizers-State Government, Haryana-University-Farmers’Groups-M/s.Prabhat Seed Traders in Kurushektra.
  22. 22. Case 11: Market Linkage for Export of Litchi <ul><li>ATMA taken initiative to form Litchi farmers into CIG </li></ul><ul><li>National Horticulture Board offered know-how to produce quality litchi production </li></ul><ul><li>Market linkage agreement with Agro-Venture Pvt. Ltd., for buying litchi </li></ul><ul><li>ATMA arranged loan for farmers with cooperative bank. </li></ul><ul><li>Farmers income reached Rs.30-40 thousands per acre and average returns of Rs.8000 per month per farmer. Farmers started producing cherry, tomato, baby corn and sweet corn with market linkage. </li></ul>ATMA, Kangra- National Horticulture Board - Agro-Venture Pvt. Ltd-FIGs
  23. 23. Case 12: Cashew Ratna <ul><li>ATMA mobilised farmers into processors groups </li></ul><ul><li>10 processors groups were federated at block level. </li></ul><ul><li>Common godown facility was created at block level for grading and packing </li></ul><ul><li>7 block level cashew processors groups were federated at district level. </li></ul><ul><li>District federation undertake further grading, packing and marketing. </li></ul><ul><li>Cashew Ratna brand was promoted by ATMA at domestic and export market. </li></ul><ul><li>Buy-back agreement with traders after processing with the facilitation of ATMA for reasonable profit. </li></ul>ATMA, Ratnagiri-FIGs-Traders
  24. 24. Case 13: Rosemary Cultivation in Tamil Nadu <ul><li>MYRADA KVK capacity building and linkage, technological backstop, facilitator, participatory monitoring, fund mobilization </li></ul><ul><li>CMRC- Selection of farmers, formation of committee, agreement preparations, participatory monitoring, updating market information, employment generation </li></ul><ul><li>Departments - Technical support, provision of subsidy, components </li></ul><ul><li>TNAU-Technical backup; DRDA-Oil Extraction Unit; Spice Board-Drying Yard </li></ul><ul><li>ITC- Timely fund allocation, well defined harvesting procedure, buy-back agreement </li></ul><ul><li>Hopes in Nilgiris-Marketing arrangements </li></ul><ul><li>114 farmers formed into institution called “Rosemary Growers Association” to enable their entrepreneur ability. </li></ul>MYRADA-Farmers’ Groups /CMRCs-Spice Board-TNAU-Horticulture Dept.-DRDA-ITC, Kolkata-Hopes (Marketing Agency), Nilgiri
  25. 25. Lessons <ul><li>MoU indicating feasible activities in appropriate areas aimed at specific outcomes is the key </li></ul><ul><li>Role clarity, contributions and responsibilities of partners decides the success of partnership </li></ul><ul><li>Requires continued commitment and periodical dialogue between the partners </li></ul><ul><li>Organizing Farmers’ Groups / Commodity Interest Groups enable farmers to engage in partnerships </li></ul><ul><li>ATMA intervention and guidance help in fostering public-private partnerships </li></ul><ul><li>Public-private partnerships under the guidance of ATMA like body help amiable linkage between farmers and industry </li></ul>
  26. 26. Thank you [email_address]